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Neurologists say that our brains are programmed much more for stories than for abstract ideas. Tales with a little drama are remembered far longer than any slide crammed with analytics.
John P. Kotter
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John P. Kotter
Age: 77
Born: 1947
Born: February 25
Economist
Educator
University Teacher
San Diego
California
John Paul Kotter
Stories
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Littles
Brains
Ideas
Tales
Little
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Neurologists
Much
Remembered
Crammed
Drama
Analytics
Longer
Programmed
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Slide
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Overcoming complacency is crucial at the start of any change process, and it often requires a little bit of surprise, something that grabs attention at more than an intellectual level. You need to surprise people with something that disturbs their view that everything is perfect.
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We are always creating new tools and techniques to help people, but the fundamental framework is remarkably resilient, which means it must have something to do with the nature of organizations or human nature.
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Never underestimate the power of a good story.
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If the culture you have is radically different from an 'experiment and take-risk' culture, then you have a big change you going to have to make - and no little gimmicks are going to do it for you.
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A culture truly changes only when a new way of operating has been shown to succeed over some minimum period of time.
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Anyone in a large organization who thinks major change is impossible should probably get out.
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Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.
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A higher rate of urgency does not imply ever-present panic, anxiety, or fear. It means a state in which complacency is virtually absent.
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In an ever changing world, you never learn it all, even if you keep growing into your 90s.
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Without credible communication, and a lot of it, the hearts and minds of others are never captured.
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Valued achievements connect to people at a deeper level—and a deeper level can change behavior that is generally very difficult to change.
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We see, we feel, we change.
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The heart of change is in the emotions.
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Leadership produces change. That is its primary function
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Most US corporations today are over-managed and under-led. They need to develop their capacity to exercise leadership.
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Tradition is a very powerful force.
John P. Kotter
